TOU 047 - Multicultural Diversity in the Workplace PDF

TOU 047 - Multicultural Diversity in the Workplace for the While working in an organization, it is very important to understand others Tourism Professionals P1 behavior as well as make others understand ours. In...

TOU 047 - Multicultural Diversity in the Workplace for the While working in an organization, it is very important to understand others Tourism Professionals P1 behavior as well as make others understand ours. In order to maintain a healthy working environment and understand the goals we need to achieve. MODULE 2: This can be easily done if we understand the importance of Organizational Human behavior refers to the physical actions of a person or group that can Behavior such as: be observed by another person or detected by scientific instruments. It includes not only a person’s directly observable feelings, thoughts, motives, attitudes, Development of skills – in doing the work and relating with people. values, etc. that influence such behavior. These actions may be similar or Personal growth – knowledge of the behavior of others will help the different when a person is in or out of the organization. Human behavior in person understand his/her own behavior. organizations is otherwise known as Organizational Behavior (OB). Enhancement of organizational and individual effectiveness – knowledge of organizational behavior will be very useful in making the Organizational Behavior (OB) is the study of human behavior in the right decisions. workplace, the interaction between people and the organization with the intent Sharpening and refinement of common sense. to understand and predict human behavior. The understanding of individual, group, and organizational behavior is critical to success as a leader or a MODULE 3: follower, and it requires a systematic study to begin to grasp all of the variables For most of the past century, experts have investigated the direct predictions of that impact behavior. individual behavior and performance. One of the earliest formulas was performance = person x situation, where person includes individual The goals of Organizational Behavior are: characteristics and situation represents external influences on the individual’s To explain behavior behavior. Another frequently mentioned formula is performance = ability x To predict behavior motivation. Sometimes known as the “skill-and-will” model, this formula To control behavior elaborates two specific characteristics within the person that influence individual performance. Ability, motivation, and situation are by far the most The Elements of Organizational Behavior commonly mentioned direct predictors of individual behavior and performance, ★ People – consists of individual person or groups (can be formal or but in the 1960s researchers identified a fourth key factor: role perceptions (the informal groups). individual’s expected role obligations). ★ Structure – defines the formal relationship of people within the organization. It also describes how tasks are formally divided. ★ Technology – refers to combination of resources, knowledge, and Below illustrates this four variables also known as MARS model of individual techniques which affect the tasks the people in the organization behavior and results perform. ★ Environment – companies function within a given internal and Motivation represents the forces within a person that affect his or her direction, external environment. Internal environment can be defined as the intensity, and persistence of voluntary behavior. conditions, factors, and elements within an enterprise that influences the activities, choices made by the firm, and especially the behavior of Ability refers to the natural aptitudes and learned capabilities required to the employees. While external environment can be defined as successfully complete a task. outside factors that affect the company’s ability to operate. Some of them can be manipulated by the company’s marketing, while others Role perceptions refer to the degree to which a person understands the job require the company to make adjustments. duties assigned to or expected of him or her. Role clarity exists in three forms:  When employees understand the specific duties or consequences for formal job duties. Employees also need to engage in organizational which they are accountable. citizenship behaviors (OCBs)—various forms of cooperation and When employees understand the priority of their various tasks and helpfulness to that support the organization’s social and psychological performance expectations. context. In other words, companies require contextual performance Understanding the preferred behaviors or procedures for (i.e., OCBs) along with task performance. accomplishing tasks. Organizational citizenship behaviors take many forms. Some are directed Situational factors toward individuals, such as assisting co-workers with their work problems, Individual behavior and performance depend on the situation. Two main adjusting your work schedule to accommodate co-workers, showing genuine influences are (1) the work context constrains or facilitates behavior and courtesy toward co-workers, and sharing your work resources (supplies, performance and (2) situations provide cues that guide and motivate people. technology, staff) with co-workers. All factors critical influences on an individual’s voluntary behavior and 3. Counterproductive Work Behavior (CWBs) - are voluntary behaviors performance. These are direct predictors of behavior on the workplace. that have the potential to directly or indirectly harm the organization. They include abuse of others (e.g., insults and nasty comments), Types of Individual Behavior in an Organization threats (threatening harm), work avoidance (e.g., tardiness), work sabotage (doing work incorrectly), and overt acts (theft). 1. Task Performance - refers to goals directed behaviors under 4. Joining and staying with the organization - Task performance, individual’s control that support organizational objectives. Task organizational citizenship and the lack of counterproductive work performance behaviors transform raw materials into goods and behaviors are obviously important, but if qualified people don’t join and services or support and maintain technical activities. Employees in stay with the organization, none of these performance-related most jobs have more than one performance dimension. Some of these behaviors will occur. Companies survive and thrive not just by hiring performance dimensions are more important than others, but only by people with talent or potential; they also need to ensure that these considering all of them we fully evaluate an employee’s contribution to employees stay with the company. the organization. 5. Maintaining work attendance - Along with attracting and retaining employees, organizations need everyone to show up for work at There are three types of task performance: scheduled times. Situational factors—such as severe weather or car breakdown—explain some work absences. Motivation is another Proficient task performance - Performing the work efficiently and factor. Employees who experience job dissatisfaction or work-related accurately stress are more likely to be absent or late for work because taking a Adaptive task performance - How well employees modify their thoughts break is a way to temporarily withdraw from stressful or dissatisfying and behaviors to align with and support a new or changing conditions. environment. Proactive task performance - How well employees take the initiative to Values across Culture anticipate and introduce new work patterns that benefit the organization. Values are stable, evaluative beliefs that guide our preferences for outcomes 2. Organizational Citizenship - are individual behaviors that extend or courses of action in a variety of situations. They are perceptions about what beyond the normal duties or task performance. is good or bad, right or wrong. Values tell us what we “ought to” do. They serve Companies could not effectively compete, transform resources, or serve the needs of their stakeholders if employees performed only their as a moral compass that directs our motivation and, potentially, our decisions Ethical Values and Behavior and actions. Ethics refers to the study of moral principles or values that determine whether Below are values that differ across culture: actions are right or wrong and outcomes are good or bad. People rely on their ethical values to determine "the right thing to do." 1. Individualism - a cross-cultural value describing the degree to which people in a culture emphasize independence and personal Three ethical principles uniqueness. Highly individualist people value personal freedom, self-sufficiency, control over their own lives, and appreciation of the Utilitarianism - The only moral obligation is to seek the greatest good unique qualities that distinguish them from others. for the greatest number of people. 2. Collectivism - a cross-cultural value describing the degree to which Individual rights - Everyone has the same set of natural rights. people in a culture empathize duty to groups to which they belong and Distributive justice - The benefits and burdens of similar individuals to group harmony. Highly collectivist people define themselves by their should be the same, otherwise, they should be proportional. group memberships and value harmonious relationships with those groups. MODULE 4: 3. Power Distance - a cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in Individual differences refer to the variation in how people respond to the society. same situation based on personal characteristics (Medina, 2011). Each person Those with high power distance value unequal power. They value is different from all others as these differences are usually substantial. obedience to authority and are comfortable receiving commands from their superiors without consultation or debate, and they prefer to Individual differences become serious concern when people are in the resolve differences indirectly through formal procedures rather than workplace. Managers and employees alike who want to relate well with people directly. must be aware of the consequences arising out of differences between people. On the other hand, people with low power distance expect relatively The following are the consequences of individual differences: equal power sharing. They view the relationship with their boss as one of interdependence, not dependence; that is, they believe their boss is Quantity of work (Productivity) – The quantity of output or work also dependent on them, so they expect power sharing and differs per worker which may be attributed to individual differences like consultation before decisions affecting them are made. experience, age, education, etc. 4. Uncertainty avoidance - The degree to which people tolerate Quality of work – Some individuals will not be contented in making ambiguity (low uncertainty avoidance) or feel threatened by ambiguity products of mediocre quality, while others will produce outputs that and uncertainty. High uncertain avoidance value structured situations barely passed the standard requirements. in which rules of conduct and decisions making are clearly Reaction to empowerment – Empowerment means giving someone documented. power to do something. A person may be empowered when given 5. Achievement-nurturing orientation - reflects a competitive versus authority or given responsibility, while others may feel uncomfortable cooperative view of relations with other people. People with a high and will prefer to just follow orders. achievement orientation value assertiveness, competitiveness, and Reaction to style of leadership – Some people prefer a leader with a materialism. They appreciate people who are tough, and they favor the democratic style while others need close supervision from their acquisition of money and material goods. superiors.  Need for contact with others – Other people cannot be productive at 3. Neuroticism – This refers to emotional instability and negative work unless they have interaction with other people while others work emotions such as anxiety and depression. People with high alone the whole day. neuroticism tend to be more self-critical and struggle with stress. In Commitment to the organization – People who are highly committed contrast, those with low neuroticism are calm and emotionally stable. to the organization tend to produce high quality output. They are loyal 4. Openness to Experience – This reflects the extent to which people and committed that they even work beyond required working hours are imaginative, curious, creative, and open to new ideas. People without noticing it. Those that are less committed are less concerned scoring low on openness are more conventional and resistant to about output and attendance. change. Levels of self-esteem – Self-esteem is the confidence in one's own 5. Extraversion – This describes the extent to which people are worth or abilities. People with low self-esteem avoid accepting more outgoing, talkative, and sociable. Extroverts are energized by responsibilities as they think they didn’t have enough abilities to do the interactions with others, while introverts prefer to spend time alone or job. This is in contrast with people with high regard of themselves. in quiet settings. What makes people different from each other? MODULE 5: People are different from each other because of the following: Ethics refers to the study of moral principles or values that determine whether Demographics – this includes gender (male and female), generational actions are right or wrong and outcomes are good or bad. People rely on their differences (boomers, millennials, etc.), and cultural differences. ethical values to determine "the right thing to do." Organizational Culture – refers to the social environment of human-created beliefs, customs, knowledge, and practices that define To better understand business ethics, we need to consider three distinct types and shape the organization. of ethical principles: Values – values are stable evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. Utilitarianism. This principle advises us to seek the greatest good for Values tell us what is good or bad, right or wrong. the greatest number of people. In other words, we should choose the option that provides the highest degree of satisfaction to those The Five-Factor Model of Personality affected. This is sometimes known as a consequential principle One of the most important contemporary models that identify personality traits because it focuses on the consequences of our actions, not on how we is the Five-Factor Model (FFM). It basically refers to a summary total of ways in achieve those consequences. One problem with utilitarianism is that it which an individual reacts and interacts with others. is almost impossible to evaluate the benefits or costs of many decisions, particularly when many stakeholders have wide-ranging 1. Conscientiousness – Conscientiousness characterizes people who needs and values. Another problem is that even if the objective of our are careful, dependable, and self-disciplined. People with high behavior is ethical according to utilitarianism, the means to achieving conscientiousness tend to be organized, systematic, punctual, and that objective is sometimes considered unethical. achievement-oriented. In contrast, people with low conscientiousness Individual rights. This principle reflects the belief that everyone has tend to be disorganized, careless, and unreliable. entitlements that let her or him act in a certain way. Some of the most 2. Agreeableness – Agreeableness is defined by traits such as kindness, widely cited rights are freedom of movement, physical security, trustworthiness, and warmth. People with high agreeableness tend to freedom of speech, fair trial, and freedom from torture. The be cooperative and likeable. Those with low agreeableness tend to be individual-rights principle includes more than legal rights; it also antagonistic, difficult, and untrustworthy. includes human rights that everyone is granted as a moral norm of  society. One problem with individual rights is that certain individual Perception: rights may conflict with others. The shareholders’ right to be informed Definition: The process of selecting, organizing, and interpreting about corporate activities may ultimately conflict with an executive’s information from the environment. Influences: right to privacy, for example. ○ Perceiver: Past experiences, motives, personality, attitudes. Distributive justice. This principle suggests that people who are ○ Target: Object or event being observed. similar to each other should receive similar benefits and burdens; ○ Situation: Context such as work setting or social environment. those who are dissimilar should receive different benefits and burdens Attribution Theory: in proportion to their dissimilarity. For example, expect that two Explains whether behavior is caused by internal traits or external employees who contribute equally in their work should receive similar circumstances. rewards, whereas those who make a lesser contribution should receive Internal Attribution: Attributed to personality or ability. External Attribution: Attributed to environment or situational factors. less. A variation of the distributive justice principle says that Example: A person could be angry due to their temperament (internal) inequalities are acceptable when they benefit the least well off in or because of an external issue. society. Thus, employees in risky jobs should be paid more if their work Shortcuts used in Forming Impressions of Others: benefits others who are less well off. One problem with the distributive 1. Selective Perception: Interpreting selectively based on personal justice principle is that it is difficult to agree on who is "similar" and interests or biases. what factors are "relevant." 2. Halo Effect: Drawing general impressions from one positive or negative trait. 3. Contrast Effect: Comparing someone with others recently All three should be actively considered to put important ethical issues to the encountered. test. What constitutes right and wrong behavior in an organization is 4. Projection: Attributing one’s own traits or feelings to others. determined by the public, interests groups, organizations, and the individual's 5. Stereotyping: Judging someone based on group membership. personal morals and values. If the organization is expected to survive, its MODULE 7: actions must be in line with ethical behavior. Values MODULE 6: Definition: Values refer to the importance a person attaches to things or ideas that guide actions. Values represent enduring beliefs about what is considered good or better behavior (Medina, 2011). Theories of Learning: Sources of Values: 1. Classical Conditioning (Pavlovian Conditioning): Learning through 1. Modeling – Learning from parents, teachers, and peers. association. Two stimuli are linked to produce a response. Example: 2. Communication of Attitudes – Hearing perspectives from Pavlov’s dogs salivating to a bell sound after conditioning. others. ○ Workplace example: An employee feels nervous and 3. Implied Attitudes – Inheriting values from observing happiness uncomfortable every Monday after being reprimanded on a or practices in groups. Monday (stimulus-response link). 4. Religion – Influences values and ethics. 2. Operant Conditioning: Learning through rewards and punishments Types of Values (Skinner, 1938). Rewards encourage positive behavior; punishments 1. Achievement: Focused on accomplishing goals through hard work. discourage undesirable actions. 2. Helping and Concern for Others: Involves assisting and caring for ○ Example: Employees rewarded for meeting production targets people in need. repeat the behavior; penalties for tardiness reduce late 3. Honesty: Emphasizes truth and doing the right thing. arrivals. 4. Fairness: Highlights impartiality and equality for all. 3. Social/Observational Learning: Learning by observing others and Values influence attitudes and behaviors, shaping workplace satisfaction and imitating their behavior. performance. ○ Example: A child watching and imitating folding laundry. Attitudes Definition: Attitudes are feelings and beliefs that determine how employees perceive their environment and behave. Components: 1. Cognitive: Beliefs or evaluations about a situation (e.g., “My boss is indecisive”). 2. Affective: Emotional responses (e.g., “I dislike my boss”). 3. Behavioral: Actions resulting from thoughts and feelings (e.g., requesting a transfer). How Attitudes are Formed Methods: 1. Direct experience – Learning from personal events. 2. Indirect experience – Learning from social interactions or observing others. Effects of Employee Attitudes 1. Positive Attitudes: ○ Leads to job satisfaction, involvement, and organizational commitment. ○ Results: Excellent performance, commitment to customer satisfaction, and loyalty to the organization. 2. Negative Attitudes: ○ Results: Job dissatisfaction, absenteeism, and conflicts in the workplace. Job Satisfaction Definition: A positive feeling about one’s job based on its evaluation. Dissatisfaction arises when job expectations are not met. Benefits of Job Satisfaction: 1. Increased productivity and loyalty. 2. Lower absenteeism and stress. 3. Higher life satisfaction. Factors Affecting Job Satisfaction: 1. Salary. 2. Nature of the work itself. 3. Opportunities for advancement. 4. Quality of supervision. 5. Relationships with coworkers. 6. Physical work environment. 7. Job security. Job Involvement Definition: The degree to which an individual identifies with their job, considers it a key part of self-worth, and actively participates in work. Effects: High involvement leads to fewer absences and higher performance levels.